WELCOME BACK!
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Systems & Organization
Impact of Style
Emotional Intelligence
Team Building
SO WHAT?
WHAT NEXT?
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Managing Conflict
Six Critical Steps
1. Assess yourself
2. State the facts
3. Get clarification
4. Find common ground
5. Get mutual agreement
6. Follow up
Step 1: Assess Yourself
Considerations:
–Your conflict style
–Verbal and non-verbal cues
–The role of impact v. intention
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Step 2: State the Facts
The stories we tell
• The situation
• The other person
– Victim
– Villain
– Helpless
Separate story from fact
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Step 3: Get Clarification
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Validation
Contrasting
Be willing to listen
Seek the truth through clarifying,
paraphrasing
• Don’t look to disprove or “win”
• Be patient
• Be observant
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Step 4: Find Common Ground
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The win-win model
“Either/or” versus “and”
Identify both parties’ needs
Search for a goal that benefits both
– Brainstorm options
– Discuss consequences of each
– Choose best solution
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Step 5: Get Mutual Agreement
• Decide HOW to decide
– Command
– Consult
– Vote
– Consensus
• Document who does what by when
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Step 6: Follow Up
• Hold each other accountable
• Regularly check-in with each other
• Make adjustments as necessary
• Celebrate success
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Navigating Change
Four levels of change
Typical Responses to Change
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Reactions to Change
Shock
Denial
Anger
Grief
Resistance to Change
Confusion
or Fear
Loss of
Identity
Withdrawal
Anger
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Transitions in the Workplace
The First
Few
Weeks
• No pressure
• Listen
Normalize
Futuring
• Operational
issues
• Clear
expectations
• Vision of
future
• Planning
• Prioritizing
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Generational Differences
The Generations at a Glance
Traditionals
Boomers
Gen X
Gen Y
COMING
SOON:
Gen Z
Influences
Traditionals
Boomers
• Great Depression
• World War II
• Post-War Era
• Social and cultural change
Gen X
• Economic insecurity; cruel world
• Latchkey
Gen Y
• Digital age
Work Styles and Preferences
Traditionals
Boomers
• Can Do
• Why Do?
Gen X
• I’ll Do
Gen Y
• Let’s Do
Communication Preferences
Traditionals
Boomers
• No news is good
news
• Tell me why
Gen X
• Let me decide
Gen Y
• Often, and LOTS of it
Motivation, Reward and Recognition
Traditionals
Boomers
• Just tell me what you want
• Acknowledge the TASK
• I love competition
• Acknowledge my contributions
Gen X
• I want a chance to spread my wings
• Acknowledge the PERSON
Gen Y
• It has to matter
• Reward the team
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Recognition
How to engage your most
valuable asset – your People!
Why Rewards and Recognition
Matter
 Recognition provides the positive reinforcement
for employees to do their best work
 The new generation of workers want to do work
that matters
 Recognition provides that low-cost way of
encouraging higher levels of performance
Five Top Motivating Techniques
1. The manager personally congratulates employees
2. The manager writes personal notes
3. The organization uses performance as a basis for
promotion
4. The manager publicly recognizes employees
5. The manager holds morale-boosting meetings to
celebrate success.
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What Motivates us?
1. Autonomy
2. Mastery
3. Making a contribution
Daniel Pink, “The Surprising Truth about what Motivates us” (TED video)
Principles of Effective Recognition
1. Communicate what is being measured.
2. Tailor recognition to the individual.
3. Be specific in your recognition
4. Provide timely recognition.
5. Provide sincere and meaningful
recognition.
6. Be consistent and fair in giving recognition.
7. Provide balanced recognition.
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Coaching
Expected Benefits
• Improved efficiency
• Increased productivity
• Higher morale
• More satisfaction
• Greater retention
• Fewer mistakes
• More time for YOU
The Coaching Process
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Is ongoing
Relationship-based
Empowers employees
Develops critical thinking
Encourages problem solving
Supports creativity
Allows for autonomy
Facilitates mastery
Six Coaching Actions
Identify
opportunity
Confirm
Clarify
the
situation
Identify
solutions
Agree
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Support
Action 1: Identify the Opportunity 91
EXAMPLES
• Sought your help or feedback
• Struggled with a task
• Took on new responsibilities
• Appears frustrated or confused
• Seems indecisive or stuck
• Performs inconsistently
• Seems unsure of abilities
• Expresses a desire to improve
Action 2: Confirm They’re Ready
• Ask questions to gauge their
readiness and interest
• If appropriate, explain the benefits
of coaching
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Action 3: Clarify the Situation
• Ask questions to determine the facts
• Focus on building awareness, not on
solving the problem
• Listen carefully
• Offer information as needed
• Summarize from time to time
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Action 4: Identify Solutions
• Ask questions to generate a list of
possible actions
• Help them weigh the pros and
cons of each option
• If all else fails, prime the pump
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Action 5: Gain Agreement
• Ask questions to help the person
make decisions
• Ask further questions to clarify
the plan
• Address their need for support
• Ask about any lingering doubts
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Action 6: Offer Support
• Express your continued interest
and confidence in them
• Resist taking on too much
responsibility
• Make referrals, if needed
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Setting Expectations and Goals
Use S.M.A.R.T.
Criteria:
Specific
Measurable
Results – Oriented
Time bound
Attainable
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Conducting the Coaching Session96
• Set and follow an agenda
• Ask questions
• Listen carefully
• Build knowledge
• Practice and role-play
• Explore options
• Assess learning
• Discuss issues and questions
Purpose Statement
The purpose of this two-day class is for you as a
supervisor to be able to:
•Build trust with your team members
•Get things done through the collective efforts of
your team
•Develop an effective and cohesive team
Course Objectives
Upon completing Supervision Essentials II, you
will be able to:
•Identify the essential elements of a high
performing work team built on trust, common
purpose, and effective communication
•Discover how Emotional intelligence can impact
your leadership effectiveness and your team's
productivity
Course Objectives
Upon completing Supervision Essentials II, you
will be able to:
•Improve individual and team performance
through the tools of coaching, feedback, conflict
resolution, and organizational systems
•Explore methods o recognize and motivate team
members, across generations, cultures, and
styles, and engagement
ACTION PLANNING
• What do you want to remember
as a result of this class?
• What actions will you commit to
implementing as a result of this
course?
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Supervision Essentials II
Achieving Results through Your Team